Case Study: EDF Energy
Transforming behaviours to embrace AI
In order to engage with learning and development in incredible new ways, EDF Energy employees had to fundamentally change the way they work.
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Pioneering success of EDF Energy's first Virtual Learning Environment
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reduction in the cost of learning and development
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have enrolled on MyCampus
01.
The Brief
EDF Energy wanted to support the required future skills investment agenda and put people at the core of the Group’s competitiveness and performance inspire collaboration, while creating efficiencies and driving down costs.The vision of the HR team was for Campus to set a benchmark for HR innovation and set a reference framework for all EDF companies, including EDF Energy, in accordance with the Group’s values (Respect, Responsibility and “Solidarité”)
Their answer was a multi-million investment in an advanced virtual and physical hub, Campus, that combined traditional learning and development with gamification, machine learning and artificial intelligence to meet the training needs of EDF Energy, and allow collaboration with academic and industry partners.
For it to succeed, people had understand new ways of learning through digital tools, simulation training and virtual reality hardware and fundamentally want to use it.
The team were asked to help to create initial buy-in and lasting behavioral change, in partnership with senior leaders, HR and communications teams and external suppliers
“Hundred have the extraordinary ability to interpret your challenge in an innovative way and develop a unique strategy that really gives you that competitive edge.”
Lynne Matthews
Education and Skills Strategist, EDF Energy
02.
The Approach
Stakeholder research helped us understand the audience’s perceptions and needs – highlighting that Campus needed to offer the ability to share experiences, learn, identify new and best practice and co-create learning experiences with partners to support EDF employees in reaching their potential and growing business performance.
Facilitated strategy workshops allowed the team to co-create a compelling concept with senior leaders, HR and communications teams and external suppliers, ensuring they were responsible and held accountable for embedding the solution.
The team then brought this together with tools and clear messaging to persuade people at every level that learning in this way was easy, flexible and enabled conversation with instructors and colleagues. It was clearly demonstrated how Campus would help develop future skills by promoting collaboration and innovation, by encouraging a sense of belonging and pride and building trust.
A valuable orientation document was also created to:
- Describe key procedures and processes aligned to Company policy with clear reference points
- Introduce key roles including the Campus leadership and delivery teams
- Provide an understanding of what was expected of everyone and what Campus would seek to provide
03.
The Results
The new EDF Energy brand:
